December Crystal City PM Tools: Enterprise Agile Failure Modes and Solutions
PMIWDC Non-Member Rate
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Agile adoption holds so much promise it sounds too good to be true. Often transformation efforts to adopt agile get off to impressive starts. Pilot projects typically succeed and enthusiasm is high. However, when moving towards broader adoption and attempting to institutionalize sustained agile practices, the successes of the pilot efforts fade into the past and organizations find themselves frustrated with poor traction and increased headaches. These experiences are often accompanied by a slide in process maturity from what were prior accomplishments with establishing standard process assets and tools. These challenges not only appear among companies transitioning to agile, they even appear among companies who have never used anything but agile. So if agile is so great, holds so much promise and seems to succeed with so many teams, what causes these problems? Shouldn't agile have solved them? As it turns out, agile alone does not have all the answers. Using agile (whether from the start or transitioning to it) requires a lot more discipline and structure (not included in the agile “box”) than most organizations realize. Hiring consultants or using tools almost never comes with these “other” efforts necessary to make agile work, make it stick, and keep executives happy with where/how things are going. This is a clear sign that the “end state” is not clearly defined and that there doesn't appear to be a well-defined path towards independence. Without such a path true “scaling” will be far off in the distance—and possibly never. We will begin by introducing a framework for understanding different types of companies and how these differences are critical to successful transition to (or use of) agile methods at scale. Companies have differing delivery constraints and business drivers that are likely working against even the best of agile transformation. Next we will explore a strategy for establishing an end state vision and an operational model to guide transformation. Finally, we’ll define an approach for incrementally introducing change, measuring outcomes, and sustaining the change once things really get going and keep them going at scale.
The Westin Crystal City
1800 Jefferson Davis Highway
Arlington, VA, 22202
Immediately before the Chapter Dinner Meeting. at 5:30pm. Note that per PMI Global policy, a PDU is only available for attendees arriving within the first 10 minutes of the start of the program.
Preregistration is required at this PM Tools session. To ensure adequate space for our guests, we began requiring preregistration and a small fee for PM Tools in October 2011.
About the Speakers
Hillel Glazer is the founder, Principal, CEO, and “all-around Performance Jedi” of Entinex, Inc., a Baltimore, MD-based management consulting firm made up of aerospace (and other) engineers. Its mission: to bring the same skills and critical thinking used every day in aerospace to solve complex business problems. An internationally recognized authority on bringing lean and agile values and principles into the regulated world, Hillel was selected as a Fellow of the Lean Systems Society in its inaugural fellows induction.
He and his company have close ties to the CMMI Institute at Carnegie Mellon University in Pittsburgh, where he serves as an adviser on ways to bring together CMMI (Capability Maturity Model) process improvement models that create high-performance, high-maturity cultures, with lean and agile practices. He is the author of the 2011 book, “High Performance Operations,” and has written widely on the subject of high performance systems, models and organizations including the world's first peer-reviewed, professionally edited article on CMM and Agile in 2001 as well as the SEI's first official Technical Report on Agile and CMMI in 2008.
About the PM Industry Insights
PM Industry Insights is PMIWDC's workshop series that addresses the practical aspects of Project Management.
These sessions are to provide you with insights on what is going on in the local industry so you can learn from it. This discussion-based session will include presentations on tools, industry panels, interviews with industry experts, workshops, etc. The target presenters will be individuals from PMO’s, university professors, consultants, etc.
Both PM Industry Insights and the monthly dinner meeting are worth 1 Professional Development Unit (PDU) each to certified PMPs. Continued certification as a PMP requires the accumulation of these valuable credits and we are pleased to offer this opportunity to obtain both the important training and the educational credit associated with it.